Does anyone else battle to convince the management in organisations about the need for a dedicated ScrumMaster? Time and time again I have seen organisations pay lip-service to this critical role, allocating a team member the responsibilities of the ScrumMaster “whatever those are”. People seem to have a block when it comes to comprehending Coaching. To me this is the same as saying that a world-class rugby team doesn’t need a full time coach. Management finds it difficult to measure the output of this role due to the very nature of it (although I might reflect that often it’s difficult to measure the output of managers too, but I guess management is exempt from measurement); spot the cynicism.

I feel that the role is of vital importance. It is often difficult for a new ScrumMaster (who is not yet a Master of Scrum) to know how to do their job. Guidance for the ScrumMaster (and team, PO and organisation) is important at the beginning. Certification training helps, but time, desire, perseverance and continuous review are the true tools for success. When the manager of a ScrumMaster doesn’t understand how the ScrumMaster could possibly be busy full-time, this becomes an impediment to the ScrumMaster. Management needs to trust that the ScrumMaster truly has the desire and ability to help the organisation become better at goal setting, and the team become better at achieving the goals set for them. I believe that in almost all scenarios this is a full-time concern. Lists of impediments range from poor physical environment to disruptive management style, to poor teamwork. All of these kinds of impediments require tactful, disciplined, productive discussion and resolution. Without the ScrumMaster, who is looking out for the people (not resources) on the team? Who is ensuring that time is taken to identify and resolve impediments?

Urrghhh!!

How do you sell this to managers as a critical, fulltime role? Is it worthwhile for instance having a daily Scrum with Manager(s) & ScrumMaster to view current impediments and action plans? The Manager is there to assist with impediment removal after all. I like what Jeff Sutherland mentioned in his recent post about Managers being accountable to investors regarding the removal of impediments.

Mike Freislich